WEST GRANTON HOUSING CO-OP
THE IMPORTANCE OF TEAM
Larke Adger Chief Executive Officer
David Mills Chief Operating Officer
WEST GRANTON - 1980’S (COUNCIL OWNED)
WEST GRANTON TODAY (CO-OP OWNED)
A HOUSING “WHAT?”
Housing Co-operative
• Registered Social Landlord
• Scottish Housing Regulator
• Scottish Secure Tenancies
• A registered society under the Co-operative and Community Benefit Societies Act 2014
All members are tenants and all tenants are members
We are tenant governed. The entire Board is made up of tenant members.
Staff are hired by the Co-op and are responsible for the day to day management
WHY
A TENANT SERVICE CHARTER?
7 Co-operative Principles
Voluntary and Open Membership
Democratic Member Control
Member Economic Participation
Autonomy and Independence
Education, Training and Information
Co-operation among Cooperatives
Concern for Community
WHY A TENANT SERVICE CHARTER?
Mission Statement
WHY A TENANT SERVICE CHARTER?
OUR CORE VALUES
WHY A TENANT SERVICE CHARTER?
MkWe believe in making a difference
Making our mission statement mean something!
“Our tenants are paramount in everything we do”
✓ We believe in our mission statement
✓ We listened
✓ We were aware of the need for change
✓ Not about blame but about understanding
WHY A TENANT SERVICE CHARTER?
“Our tenants are paramount in everything we do”
But we weren’t delivering a truly tenant centred service We had to make our mission statement a reality
What we learned by listening
WHY A TENANT SERVICE CHARTER?
This should be easy....right?
WHY A TENANT SERVICE CHARTER?
How are we going to achieve this?
WHY A TENANT SERVICE CHARTER?
Back to the drawing board....
WHY A TENANT SERVICE CHARTER?
.....and the answer is.......
What do tenants want?
WHY A TENANT SERVICE CHARTER?
.... and don’t forget your staff!
We learned the importance of staff “buy in”
Our staff are our assets- it’s them who provide the frontline service
OUR APPROACH
FIND OUT WHAT DO TENANTS WANT?
AND…..
HOW TO ACHIEVE REAL STAFF BUY IN!?
▪ Without management influence (avoiding a culture of management “say” and staff “do”)
▪ We needed to adopt an independent approach so tenants believed they were the real drivers of change
OUR APPROACH
STEPHEN CONNOR
DEVELOPMENT MANAGER
OUR APPROACH
WHAT DO TENANTS WANT?
The Plan
Support our tenants to develop their own Tenant Service Charter for us to deliver to them
OUR APPROACH STEP 1
Deliver 2 Focus Group Sessions
Session to include training and information on:
▪ WGHC’s tenant service values and principles
▪ WGHC’s tenant service standards
▪ Understanding how WGHC’s new Tenant Service Charter links and aligns with the Business Plan and wider Scottish Social Housing Charter (SSHC)
OUR APPROACH
The letter
▪ 13 Tenants took part
SESSION 1
▪ 2 x 2 hour sessions
▪ Use of the Boardroom
▪ Staff welcomed the tenants on arrival
▪ TIS did it all....not a manager in sight!
DELIVERABLES FROM SESSION 1
▪ Tenant Feedback “...just want the staff to have more pride in what they do”.... “...more of how can we help you approach.....” “...we’re having to chase for feedback and updates....”
▪ A draft Tenant Service Charter
▪ Tenants felt they were being listened to
▪ Tenants were driving the entire process!
SESSION 2
2 hour session ▪ Back in the Boardroom • Agreed service standards and timescales
Session
2......... “Ask the Tenants” #2
enter UCL/ 180 Degrees Consulting – another independent agent measuring WGHC’s social value with tenants
University College
London
UNIVERSITY COLLEGE LONDON
Tenant Feedback from virtual interview session
UNIVERSITY COLLEGE LONDON
Provided excellent opportunity for 2 projects to engage with tenants
The Outcomes
▪ Our Charter was implemented 1st May 2024
▪ 6 months from start to finish
▪ Staff buy in! ☺
- Independent approach - Tenants were understanding & realistic in their standards
- TIS to return in 12 months to review how we have performed against the Charter standards
https://www.westgrantonhousing.coop
THANK YOU